PART TWOPART TWO

Employment

Chapters 5-7

Chapter 5Chapter 5

Analyzing Work and Planning for People

McGraw-Hill/Irwin© 2006 The McGraw-Hill Companies, Inc. All

rights reserved.

Questions This Chapter Will Help Managers AnswerQuestions This Chapter Will Help Managers Answer

How can operating managers use job analysis information? How can workforce planning be integrated most effectively with

general business planning? What should be the components of a fair information practice policy

with regard to information about employees? How can workforce forecasts be most useful? What control mechanisms might be most appropriate to ensure that

action plans match targeted needs?

Questions to Ask in Managing People to Work Questions to Ask in Managing People to Work EfficientlyEfficiently

Who specifies the content of each job? Who decides how many jobs are necessary? How are the interrelationships among jobs determined and

communicated? Has anyone looked at the number, design, and content of jobs from the

perspective of the entire organization, the “big picture”? What are the minimum qualifications for each job? What should training programs stress? How should performance on each job be measured? How much is each job worth?

Job AnalysisJob Analysis

… describes the process of obtaining information about jobs

Job Description and Job SpecificationJob Description and Job Specification

Job description is an overall written summary of task requirements

Job specification is an overall written summary of worker requirements

Why Study Job Requirements?Why Study Job Requirements?

Organization structure and design Human resource (or workforce) planning Job evaluation and compensation Recruitment Selection Placement Orientation, training, and development Performance management

Why Study Job Requirements? Why Study Job Requirements? (contd.)(contd.)

Career path planning Labor relations Engineering design and methods improvement Job design Safety Vocational guidance and rehabilitation counseling Job classification systems

Reasons Why the Nature of Jobs May ChangeReasons Why the Nature of Jobs May Change

Time: in some jobs people do different things at different times of the year (e.g., lifeguards, ski instructors, accountants)People: Particularly in management jobs but also in teaching or coaching, the job is what the incumbent makes of itEnvironment and Context: Technology changes jobs. Context includes the extent of use of technology, the extent to which rules and procedures govern work activities, and the overall organizational culture

Competency ModelsCompetency Models

Competency models attempt to identify variables related to overall organizational fit and identify personality characteristics consistent with the organization’s vision (e.g., drive for results, persistence, etc.)

Methods of Job AnalysisMethods of Job Analysis

Structured questionnaires

Observation

Interview

Critical incidents

Job performance

Categories in the Position Analysis Questionnaire Categories in the Position Analysis Questionnaire (PAQ)(PAQ)

Information inputMental processesWork outputRelationship with other personsJob contextOther job characteristics

Figure 5-5Figure 5-5 The O*Net Content Model The O*Net Content Model (Outline)(Outline)

Worker Requirements

O*Net

Experience Requirements

Occupational Requirements

Occupation-Specific Requirements

Worker Characteristics

Occupational Characteristics

Strategic Planning IncludesStrategic Planning Includes

Defining philosophy Formulating statements of identity, purpose, and objectives Evaluating strengths, weaknesses, and competitive

dynamics Determining design Developing strategies Devising programs

Tactical or Operational PlanningTactical or Operational Planning

… addresses issues associated with the growth of current or new operations, as well as with any specific problems that might disrupt the pace of planned growth

Human Resource StrategyHuman Resource Strategy

A set of priorities a firm uses to align its resources, policies, and programs with its strategic business plan

Figure 5-6Figure 5-6 Impact of Three Levels of Business Planning Impact of Three Levels of Business Planning on Workforce Planningon Workforce Planning

Strategic Planning: Long-Range Perspective

Corporate philosophyEnvironmental scanStrengths and constraintsObjectives and goalsStrategies

Operational Planning: Middle-Range Perspective

Planned programsResources requiredOrganizational strategiesPlans for entry into new businesses acquisitions, and divestitures

Issues AnalysisBusiness needsExternal factorsInternal supply and analysisManagement implications

Forecasting RequirementsStaffing levelsStaffing mix (qualitative)Organization and job designAvailable/projected resourcesNet requirements

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Figure 5-6Figure 5-6 Impact of Three Levels of Business Planning Impact of Three Levels of Business Planning on Workforce Planning on Workforce Planning (contd.)(contd.)

Budgeting: Annual PerspectiveBudgetsUnit, individual performance goalsProgram sch. & assignmentMonitoring and control of results

Action PlansStaffing authorizationsRecruitmentPromotions and transfersOrganizational changesTraining and developmentCompensation and benefitsLabor relations

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Figure 5-7Figure 5-7 Data to Include on an HR Strategy Data to Include on an HR Strategy WorksheetWorksheet

Human Resource Issues Analysis: Evidence Options

Mgt. Actions/Resources Measures/Targets

What is the HR problem in:•Business environment•Business strategy•Organizational circumstances

What course of action implemented?•Strategy of 1-2 years•Specific action programs•Responsibility assigned•Timing of completion•Financial/staff resources

What are dimensions of issue?•Evidence of issue•Scope•Coverage/applicability•Potential business impact•Alternative solutions

How will results be measured?•Outcomes•Measures/evidence•Target levels

Workforce PlanningWorkforce Planning

An effort to anticipate future business and environmental demands on an organization, and to provide qualified people to fulfill that business and satisfy those demands

Activities That Comprise a WP SystemActivities That Comprise a WP System

A talent inventoryA workforce forecastAction plansControl and evaluation

Figure 5-9Figure 5-9 The Hottest Job ProspectsThe Hottest Job Prospects (Adapted)(Adapted)

First professional degree Veterinarians, chiropractors

Doctoral degree Biological scientists, physicists, astronomers

Master’s degree Physical therapists, counselors

Work experience plus bachelor’s or higher degree

Engg., science, or computer systems managers

Bachelor’s Computer engineers, physicians assistants

Associate degree Paralegals and legal assistants

Post-secondary vocational training Manicurists, PBX installers

Key Terms Discussed in This ChapterKey Terms Discussed in This Chapter

Job analysis Job description Job specification Competency Critical incidents O*Net Strategic planning Tactical planning

HR strategy Dynamic characteristics of

jobs Delphi technique Workforce planning Succession plan